AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

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Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively

What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?

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  • Image ID: 529149, Uploaded to http://www.sxc.hu/photo/529149 by winjohn on May 16, 2006, John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk
  • AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

    1. 1. AIPMM Webinar Series http://www.aipmm.com© AIPMM 2012
    2. 2. © AIPMM 2012 http://www.aipmm.com
    3. 3. Today’s Speakers Moderator: Cindy F. Solomon, CPM, CPMM Founder, Global Product Management Talk http://www.BlogTalkRadio.com/ProdMgmtTalk Twitter: @ProdMgmtTalk @startupproduct @cindyfsolomon Presenter: Ron Lichty Software Engineering Management and Product Development Consulting w: http://www.ronlichty.com b: http://www.managingtheunmanageable.net t: @RonLichty© AIPMM 2012 @AIPMM #prodmgmt http://www.aipmm.com
    4. 4. FEATURED PRESENTATION© AIPMM 2012 http://www.aipmm.com
    5. 5. Chaos to Clarity:Managing the Unmanageable Ron Lichty, Ron Lichty Consulting www.ronlichty.com
    6. 6. Ron Lichty,Managing Software People & Teams SOFTWEST ___________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
    7. 7. Why we wrote: *______________________________ * Addison Wesley published October 1, 201212/07/12 Managing the Unmanageable http://ronlichty.com
    8. 8. Rules of Thumb / Nuggets of Wisdom* * 300 in the book____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    9. 9. Agenda • Managing Delivery • Challenges new programming managers have • Motivating • Recruiting • Handling Problem Employees • Shielding Their Team • Managing Out and Up • Establishing Culture • Communicating • Q&A____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    10. 10. Managing Delivery • Best programming manager you ever worked with? • Skills • Behaviors • Finesse • Gifts of greatness . . . that made them stand out?____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    11. 11. Great Programming Manager • Always recruiting • Seeks to collaborate • Listener • Understands coders • Deals with problem employees • Motivates • Clearly aligns team and purpose • Infectious enthusiasm • Delivers______________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    12. 12. Challenges for New Programming Managers Rule of Thumb: The very thing that has made you successful will get in your way in your next role. •Manage •Delegate •Be a Motivator •Don’t Be a De-Motivator____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    13. 13. Motivators vs De-Motivators____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    14. 14. Motivating: Be Careful What You Reward • “Behavior revolves around what you measure.” – Jim Highsmith • “Firefighters who get rewarded carry matches.” – Kimberly Wiefling • Do you define “done” as “coding complete”? – Or as features that delight customers?____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    15. 15. Recruiting Always be recruiting____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    16. 16. Shielding Your Team --John Evans photo Be a damper to the noise. --Joe Kleinschmidt, CTO____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    17. 17. Managing Out and Up • “The single most important leader in an organization is your immediate supervisor.” – Jim Kouzes • “You can safely assume all perceptions are real, at least to those who own them.” – Joe Folkman____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    18. 18. Managing Out & Up • Because – your peers increasingly are not technical – and your boss may not be either • …they’ll pressure you – to micromanage your team (or let them) – to report on / prove your team’s productivity – to fill your team’s plates to capacity____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    19. 19. Productivity • The Apple Lisa team’s managers had asked engineers to report, each week, how many lines of code they’d written. The first week, Bill Atkinson turned his attention to making QuickDraw faster and more efficient, reducing the previous week’s code by 2,000 lines. He duly reported that he’d written minus-2,000 lines of code for the week.____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    20. 20. Capacity • Slack is critical to throughput – 100% capacity results in bottlenecks____________________________________________________________ --photo (c) Bud Adams, SXC, www.aimpgh.com12/07/12 Managing the Unmanageable http://ronlichty.com
    21. 21. What Be-Devils Managers? • Micromanagement • Requirements that are too detailed • Requirements that are missing • Requirements that are not prioritized • Fixed scope with arbitrary deadlines • Increasing requirements without adding time • Interruptions • Arbitrary, counter-productive rules____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    22. 22. How do we focus on collaboration? • Roadmaps • Prioritization • Listening to customers • Avoiding wasted time • Reducing complexity • Making software customers love____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    23. 23. Establishing Culture • Does your company live its values? • Programming culture ≠ corporate culture – Wall parts off – Substitute and bolster more appropriate values • Wherever you can, leverage culture & values____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    24. 24. Establishing Culture • “Publicly reward or acknowledge engineers who act in a way that supports the culture that you want to create.” —Juanita Mah, engineering manager____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    25. 25. Communicating • Managers have to communicate more • Encourage the team to communicate • Create a culture of communication – at every level – with everyone • up, down, within and across • “We have two ears and one mouth. Use them in this ratio.” — Kimberly Wiefling____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    26. 26. Form a Mutual Admiration Pact? • Lots more collaboration and communication • Surprise the rest of management – Relief – Or scare them (!) • Help each other manage up and out____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    27. 27. A Few Closing Rules of Thumb • If you’re a people manager, your people are far more important than anything else you’re working on. —Tim Swihart, Engineering Director • Projects should be run like marathons. You have to set a healthy pace that can win the race and expect to sprint for the finish line. —Ed Catmull, CTO, Pixar Animation Studios • In applications with high technical debt, estimating is nearly impossible. —Jim Highsmith, Agile Coach and Leader • The quality of code you demand during the first week of a project is the quality of code you’ll get every week thereafter. —Joseph Kleinschmidt, CTO, Leverage Software____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    28. 28. Ron Lichty Consulting • Mentoring and Coaching and Consulting: – http://ronlichty.com/ • The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net • Training: now in development: – “Managing Software People and Teams: the class” – “The Agile Manager” (Email me through the site above and I’ll let you know when.)____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    29. 29. Please Join Us Again! Global Product Management Talk: Monday Dec 10 PROPER PRODUCT POSITIONING Follow http://www.blogtalkradio.com/prodmgmttalk AIPMM Webinar Series: Friday Dec 14 RULES OF REQUIREMENTS http://aipmm.com/aipmm_webinars/ ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ 3 days of Startup Innovation Training, Certification Credential & Conference San Francisco, CA PRODUCT INNOVATION LEADER STARTUP PRODUCT SUMMIT http://bit.ly/SEAZGA startupproduct.com February 5 & 6, 2013 February 7, 2013 +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Stay Informed! Newsletter: http://www.aipmm.com/subscribe LinkedIn: http://www.linkedin.com/company/aipmm Membership: http://www.aipmm.com/join.php Certification: http://aipmm.com/html/certification/© AIPMM 2012 @AIPMM http://www.aipmm.com

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